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Academic staff member responsible for the design of the course syllabus
(name, surname, academic title/scientific degree, email address and signature)
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Dr. Elda Dollija edollija@epoka.edu.al
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Main Course Lecturer (name, surname, academic title/scientific degree, email address
and signature) and Office Hours:
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Dr. Elda Dollija edollija@epoka.edu.al
, Office E-203, Mondays, 09:00-12:00
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Second Course Lecturer(s) (name, surname, academic title/scientific degree, email
address and signature) and Office Hours:
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NA
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| Language: |
English
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| Compulsory/Elective: |
Compulsory
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| Study program: (the study for which this course is offered) |
Bachelor in Business Administration (3 years)
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| Classroom and Meeting Time: |
E-312, Wednesday 12.40 - 15.30
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| Teaching Assistant(s) and Office Hours: |
NA
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| Code of Ethics: |
Code of Ethics of EPOKA University
Regulation of EPOKA University "On Student Discipline"
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| Attendance Requirement: |
60%
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| Course Description: |
This course describes the Management as the central organ of the current institutionalized society. It is called Management & Organization because it goes beyond the “business management”, embracing every type of organization. The content is mainly focused in the four functions of Management: Planning & Controlling, Organizing, and Leading. It is especially designed to be interrelated with the actual living environment of organizations (e.g. technological changes, social impact, etc.), intending to meet the personal reflection spaces of the new generation of students. The teaching methodology and pedagogy are multidisciplinary and rely on different methods and techniques. The classical theoretical part is integrated with the practical one. The later includes case studies, teamwork exercises, self-assessment and “meaning catch-out” (including articles, videos, etc.). The main objective is to engage students from a perspective of active inquiry rather than as consumers of facts and prescriptions. Strong foundations that the students will gain on this course will assist them to notice the connections with the real world of management applications. The Management & Organization course is deeply rooted on a Druckerian philosophy, that is summarized with the words of Peter Drucker: “A manager who understands the discipline of management will still be an effective — perhaps even first-rate — manager with no more than minimum competence in managerial skills and tools. A person who knows only the skills and techniques, without understanding the fundamentals of management, is not a manager but merely a technician.” (Drucker, 1974).
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| Course Objectives: |
Gain knowledge of who managers are and what they do. Learn about what management is and the different theories regarding the management field. Understand the four functions of management: planning, organizing, leading, and controlling. Develop the employability skills, such as critical thinking, communication, collaboration, knowledge application, and ethics/social responsibility skills that employers are looking for, and understand how the concepts learned from this course actually work in today’s dynamic business world.
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BASIC CONCEPTS OF THE COURSE
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| 1 |
Business management
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| 2 |
Business environment
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| 3 |
Planning
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| 4 |
Organizing
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| 5 |
Leading
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| 6 |
Controlling
|
| 7 |
Organizational structure
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| 8 |
Motivation
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| 9 |
Human Resource
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| 10 |
Entrepreneurship
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| Week |
Topics |
| 1 |
Orientation & Introduction Managers and Management In this chapter, students will be introduced to the following topics: who are the managers and where do they work? What is management? Why study management? What are the 4 management functions, managerial roles and managerial skills? Factors that are redefining and reshaping management. (Robins, Coulter & DeCenzo pg. 24-49) |
| 2 |
Historical development of management science In this chapter, students will be introduced to the following topics: Early management, Classical approaches, Behavioral approaches, Quantitative approaches, Contemporary approaches, New management perspectives. (Robins, Coulter & DeCenzo pg. 49-56 |
| 3 |
What is Organizational Culture? In this chapter, students will be introduced to the following topics: what is the external environment and why is it important? What role do demographic data play? How does organizational culture affect the work of managers and employees? (Robins, Coulter & DeCenzo pg. 56-80) |
| 4 |
Decision making process In this chapter, students will be introduced to the following topics: Defining the decision making process. Explain the three decision making approaches. Define the conditions under which the managers make decisions (certainty, risk and uncertainty). How do groups make decisions. Contemporary issues managers face while making decisions today. (Robins, Coulter & DeCenzo pg. 110-141) |
| 5 |
Quantitative methods of decision making In this chapter, students will be introduced to the following topics: Results matrix (maximax method, maximin, minimax), Decision Tree, Critical Point Analysis, Reports Analysis, Linear Programming. (Robins, Coulter & DeCenzo pg. 141-151) |
| 6 |
Foundamentals of Planning In this chapter, students will be introduced to the following topics: What is Planning and why do managers need to plan? Why do managers need to know about strategic management? What do managers set goals and plane? Types of goals and plans. What contemporary issues do managers face today when planning (Robins, Coulter & DeCenzo pg. 152-182) |
| 7 |
Organizational Structure and Design In this chapter, students will be introduced to the following topics: What are the six key elements in organizational design (Specialization, departamentalization, Authority, Responsability, Span of controll, Centralization, Decentralization, Formalization). What contigency variables affect structural choice? Comon organizational Designs. Today organizational desigs challengis. (Robins, Coulter & DeCenzo pg. 182-218) |
| 8 |
Revision |
| 9 |
MIDTERM EXAMS (20-25 April 2026) |
| 10 |
Managing Human Resources In this chapter, students will be introduced to the following topics: What is the Human Resource Management Process and what influences it? Why do managers identify and select competent employees? How are employees provided with the needed skills and knowledge? (Robins, Coulter & DeCenzo pg. 218-254) |
| 11 |
Motivating and Rewarding emplyees In this chapter, students will be introduced to the following topics: What is motivation? The four early theories of motivation: Maslow’s Hierarchy of Needs Theory, McGregroy’s Theory X and Y, Herzberg’s Two Factor Theory, McClelands Three Needs Theory. How do contemporary Theories Explain Motivation? What curent motivation issues do managers face today? (Robins, Coulter & DeCenzo pg. 350-382) |
| 12 |
Basics of control. In this chapter, students will be introduced to the following topics: What is control and why is it important? What happens when managers control? What should managers control? (Robins, Coulter & DeCenzo pg. 442-472) |
| 13 |
Managing Entrepreneurial Ventures In this chapter students will be introduced to the following topics: What is Entrepreneurship? Who is starting Entrepreneurial Ventures? What do Entrepreneurs do? What is a full business plan?what are the legal forms of organizations for Entrepreneurial Ventures? What type of organizational structure should Entrepreneurial Ventures use? (Robins, Coulter & DeCenzo pg. 503-513) |
| 14 |
Revision |
| 1 |
Understand what management is and who managers are, as well as, what managers do in terms of the functions they perform, the roles they take, and the skills they have. |
| 2 |
Describe the 8-step decision making process and explain the five approaches that managers can use when making decisions. Describe how biases affect decision making and identify cutting-edge approaches for improving decision making. |
| 3 |
Define the nature and purposes of planning. Classify the types of plans organizations might use. Identify the key contingency factors in planning. Compare and contrast approaches to objective setting. Discuss contemporary issues in planning. |
| 4 |
Understand the functions of Human Resources. |
| 5 |
Describe six key elements in organizational design. Discuss the contingency factors that favor either the mechanistic model or the organic model of organizational design. Discuss organizing for flexibility in the 21 century. |
| 6 |
Define the most important theories of Motivation and the current motivation issues that managers face today. |
| 7 |
Define leader and leadership. Compare and contrast early theories of leadership. Describe the three major contingency theories of leadership and contemporary theories of leadership. Compare the various theories of leadership for their validity. discuss twenty-first century issues affecting leadership. |
| 8 |
Describe the nature and importance of control. Describe the three steps in the control process, explain how organizational and employee performance are measured. Describe tools used to measure organizational performance. Discuss contemporary issues in control. |
| 9 |
Develop employability skills such as critical thinking, communication, and collaboration. |
| No |
Program Competencies |
Cont. |
| Bachelor in Business Administration (3 years) Program |
| 1 |
Identify activities, tasks, and skills in management, marketing, accounting, finance, and economics. |
5 |
| 2 |
Apply key theories to practical problems within the global business context. |
5 |
| 3 |
Demonstrate ethical, social, and legal responsibilities in organizations. |
4 |
| 4 |
Develop an open minded-attitude through continuous learning and team-work. |
3 |
| 5 |
Use technology to enable business growth and sustainability. |
3 |
| 6 |
Analyze data to make effective decisions. |
4 |
